502nd CPTS recognized as Air Force’s top comptroller squadron

The 502nd Comptroller Squadron is the Air Force’s top comptroller squadron for 2017 and is the recipient of the Maj. Gen. Alfred K. Flowers Comptroller Organization of the Year Award. With more than 130 members, the 502nd CPTS is one of the largest comptroller squadrons in the Department of Defense, and serves more than 266 mission partners across JBSA including the Air Force basic military training mission, Air Education and Training Command and the Air Force Personnel Center. (Photo by courtesy photo)

The 502nd Comptroller Squadron was recognized as the Air Force’s top comptroller squadron for 2017 and received the Maj. Gen. Alfred K. Flowers Comptroller Organization of the Year Award during a ceremony May 30, 2017, in Denver, Colorado.

With more than 130 members, the 502nd CPTS is one of the largest comptroller squadrons in the Department of Defense, and serves more than 266 mission partners across JBSA including the Air Force basic military training mission, Air Education and Training Command and the Air Force Personnel Center.

“Winning this award is awesome,” said Lt. Col. Jessi Schaefer, 502nd CPTS commander. “JBSA is a big place and I think every single squadron in the 502nd Air Base Wing has a big mission. For the comptroller squadron we knew that we needed to become more efficient, not just for necessity of mission, but also the necessity of our people.”

One of the biggest undertakings accomplished by the 502nd CPTS was the automation of multiple processes, allowing mission partners the ability to view their accounting database on demand with a push of a button.

“Since we service more than 266 mission partners, we have to make sure that we are properly documenting all of the services and support we give,” said Schaefer. “Doing so allows those mission partners to reimburse us when appropriate, maximizing the resources for the wing.”

Another improvement they made was in financial operations concerning new accessions and building of pay records for new Airmen coming to basic military training. By changing procedures from manual inputs to an automated process, they were able to save thousands of man power hours with the press of a button.

“How we managed our resources is something we focused on a lot last year,” Schaefer said. “Whether it was money, people or manpower we wanted to make sure we were using our people the best way possible, and that we were giving them the resources they needed.”

Chief Master Sgt. Carl Greene, 502nd CPTS superintendent, attributed their success to the close, face-to-face relationships the organization has built with its mission partners.

“I use the phrase ‘kicking boxes’,” said Greene. “When we go out to see our mission partners we get a better understanding of what their needs are so we can better customize how we help them. You need to understand what you are supporting, and you can understand the impact you are making by seeing how critical something is in person.

“If all we ever do is sit at our desk and look at requests for funding or accounting documents, we don’t get a true understanding of what it is that these documents represent. There is a great synergy that is created when you put a face to a name.”